What can you make? (Englisch)
In:
MANUFACTURING ENGINEER -LONDON-
;
78
;
241-244
;
1999
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ISSN:
- Aufsatz (Zeitschrift) / Print
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Titel:What can you make?
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Erschienen in:MANUFACTURING ENGINEER -LONDON- ; 78 ; 241-244
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Verlag:
- Neue Suche nach: INSTITUTE OF ELECTRICAL ENGINEERS
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Erscheinungsdatum:01.01.1999
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Format / Umfang:4 pages
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ISSN:
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Medientyp:Aufsatz (Zeitschrift)
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Format:Print
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Sprache:Englisch
- Neue Suche nach: 670
- Weitere Informationen zu Dewey Decimal Classification
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Klassifikation:
DDC: 670 -
Datenquelle:
© Metadata Copyright the British Library Board and other contributors. All rights reserved.
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- 2
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Surveying the eurozone| 1999
- 4
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News digest| 1999
- 5
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Book review| 1999
- 6
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Newsfeed| 1999
- 11
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Taylor to Toyota to technology - Management theories in manufacturing industry have come a long way in the past two decades, but the practice still lags somewhat behind| 1999
- 11
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Taylor to Toyota to technology| 1999
- 15
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Back from the brink| 1999
- 15
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Back from the brink - In 1992, British Aerospace was facing collapse: All its key markets had entered recession simultaneously, and the failure of a rights issue further undermined City confidence. The pull back has involved a complete change in company culture| 1999
- 20
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Focusing through the information fog| 1999
- 20
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Focusing through the information fog - An increasing reliance on information technology can, ironically, make it more difficult to focus on the customer and keep internal communications flexible| 1999
- 24
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New plants for old?| 1999
- 24
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New plants for old? - How to decide when to upgrade an old factory and when to build a new one| 1999
- 28
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Systematic trial and error - How experimental design is saving a fortune in quality costs for one manufacturing organisation| 1999
- 33
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Net profits| 1999
- 33
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Net profits - As a medium of sales and communication, no company can afford to ignore the Internet. How can every manufacturing company take advantage of this completely new medium?| 1999
- 37
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Working around failure| 1999
- 37
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Working around failure - In improving a design, one of the key elements is determining which elements are most in need of improvement by analysing the effects of possible failure modes| 1999
- 41
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After the euro - Whether the UK enters or not, how will the single currency affect your business?| 1999
- 41
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After the euro| 1999
- 45
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Products| 1999
- 47
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Manufacturing Matters| 1999
- 50
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Risky business?| 1999
- 57
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Visualising success| 1999
- 57
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Visualising success - The Rover 75 was the first new car completely engineered within the company in over 25 years, and it pioneered radically new high-tech methods of product development| 1999
- 61
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Making a meal of ERP - The food industry needs to keep a hypercritical eye on its stocks, processes and materials at all stages, but many versions of ERP simply don't have the right functions to cope with its variable ingredients| 1999
- 61
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Making a meal of ERP| 1999
- 65
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Succeeding with ERP| 1999
- 65
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Succeeding with ERP - Müller Dairy Products has fought its way to the top of a tough sector, and is now serving a market with very high volumes, fluctuating and unpredictable demand and a short shelf-life| 1999
- 68
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Taming the supply chain - We've heard a lot about saving money over the length of the supply chain, but rather less about how to think about it| 1999
- 68
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Taming the supply chain| 1999
- 73
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Acquiring skills - Mergers are often a welcome alternative to serious restructuring, or even receivership, in a precarious stage of a company's lifecycle. But the merger is by no means the end of its problems; the culture shock can be profound| 1999
- 73
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Acquiring skills| 1999
- 79
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Systematic knowhow management| 1999
- 79
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Systematic knowhow management - ICL has ingeniously extended its configuration management software to protect its own intellectual property while working on diverse projects with several partners| 1999
- 82
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Labour pains - Implementing a change is never painless; flexibility has to be balanced with determination and a clear vision of where the process is going| 1999
- 82
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Labour pains| 1999
- 85
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Book reviews| 1999
- 90
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Dare to be different| 1999
- 98
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Unifying management systems - Combining several certification standards into one audit seems an attractive idea in principle, but in practice there are problems...| 1999
- 101
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Three for the price of one - ...However, one large consumer manufacturing industry has succeeded in implementing just such a system| 1999
- 104
-
A systems approach to TQM - Attempts to apply 'total quality' philosophies are often disappointing in their results, because their implementation is haphazard and poorly structured| 1999
- 107
-
A prescription for quality - In the automotive industry, QS-9000 has led the way in prescribing how suppliers should guarantee quality, rather than just requiring them to pass certain tests| 1999
- 113
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Modular design - Modularity has advantages for many stages of manufacture, particularly in low-volume, high-value industries| 1999
- 117
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How much does waste really cost you? - Being environmentally friendly doesn't have to be expensive: Looking at waste products is a key part of both reducing costs and improving quality| 1999
- 121
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Eastern wisdom - For all its troubles, Japanese industry still leads the world in teamworking and continuous improvement. A government-backed scheme gives UK engineers the perfect opportunity to see this effect at first hand| 1999
- 125
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A little knowledge is a wondrous thing - Knowledge-based engineering is a way of making software do large parts of the work of engineers, allowing them more time to work on the creative and innovative aspects of their job| 1999
- 128
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Getting more from old techniques - Discrete event simulation has the potential to do far more than it is ever used for| 1999
- 130
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Quality and IT: Smaller companies have always been handicapped in introducing new standards, because staff time is proportionately more valuable to them| 1999
- 130
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Quality and IT - Smaller companies have always been handicapped in introducing new standards, because staff time is proportionately more valuable to them. Now new software tools are starting to remove this barrier| 1999
- 138
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Interesting times call for radical solutions| 1999
- 145
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World-class craft - The techniques of just-in-time and lean working have been well developed both in mass and customised-mass production environments, but these are still quite unsuitable for many craft-based industries| 1999
- 149
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Automatic learning - The most difficult part of applying an 'expert' or 'knowledge-based' system is in converting the (informal) knowledge of your human engineers into a form that a computer can use| 1999
- 152
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Measuring up - The UK has an excellent backbone of publicly available high-precision measurement resources, but only a small fraction of industry uses it| 1999
- 154
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Excluding inclusions - Inclusions in laminates are one of the more irritating problems of printed circuit board manufacture, adding appreciably to quality costs| 1999
- 157
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E-commerce and the value chain - One of the less obvious opportunities of e-commerce is the possibility of optimising your company's operations along the full length of the value chain| 1999
- 161
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Net sales: Selling over the World Wide Web is becoming established, but so far only in fairly limited markets, mostly for Iow-value, mass-produced goods| 1999
- 161
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Net sales - Selling over the World Wide Web is becoming established, but so far only in fairly limited markets, mostly for low-value, mass-produced goods| 1999
- 167
-
The challenge of change - One of the biggest TCS programmes ever has been instrumental in bringing about fundamental changes at British Aerospace Airbus| 1999
- 173
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Simulation in process design - When capital investment has been tried, and failed, to give the results you need, it's time to question the adequacy of your management's understanding of your own processes| 1999
- 178
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Knowledge management - The listed asset value of most companies is only a fraction of their true worth: The bulk exists in the collected knowledge of their employees, and the corporate knowledge of the organisation itself| 1999
- 186
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Don't mention the millennium| 1999
- 192
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Murphy's laws and Einstein's wisdom - Faced with inevitable defeat at the hands of Murphy's laws, it's tempting to give up on innovation. But sometimes, all that is needed is a new perspective on the same problem| 1999
- 192
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Murphy's laws and Einstein's wisdom| 1999
- 194
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Handling reform - How kanban and demand-pull manufacturing have transformed the operations of one Swiss component manufacturer serving the automotive industry| 1999
- 197
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Education today for manufacturing tomorrow| 1999
- 197
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Education today for manufacturing tomorrow - Despite many efforts to change it, the image of manufacturing in UK schools remains very poor. What could your company be doing to improve the chances of bright young students entering the profession?| 1999
- 201
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Innovation is the easy bit| 1999
- 201
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Innovation is the easy bit - Britain has a tradition of coming up with groundbreaking ideas, then failing to develop them through the manufacturing process, thus forfeiting any chance of being the main commercial beneficiary of new technology| 1999
- 205
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Stretching objectives - Quality is everything in medical device manufacturing: A single faulty product could be disastrous. This is especially challenging when combined with high volumes| 1999
- 205
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Stretching objectives. Quality is everything in medical device manufacturing: a single faulty product could be disastrous| 1999
- 209
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The key to consistency - Formal validation procedures offer the only real assurance that a technology is good enough to be part of the production chain for a medical technology| 1999
- 209
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The key to consistency| 1999
- 212
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Manufacturing Week| 1999
- 214
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CIM 99| 1999
- 219
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Responding to pressure - Major internal changes at British Aerospace have not only affected the company's own structures and workings, but also made the company better able to respond to its partners' and customers' demands| 1999
- 219
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Responding to pressure| 1999
- 226
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Selling the substance| 1999
- 232
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Upgrading without the pain - How an MRP I system was adapted to consider capacity constraints, without ever removing the old system from service or installing new equipment| 1999
- 232
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Upgrading without the pain| 1999
- 237
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Capable design - Conformability analysis is a crucial tool in developing products that your company has the capability to produce, avoiding the risk of being caught out later in the production cycle| 1999
- 237
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Capable design| 1999
- 241
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What can you make? - Traditionally, production planning software has been very good at telling you too late when you can't meet a deadline. But what if it could be designed to answer your exasperated customer's next question: 'So what can you deliver?'| 1999
- 241
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What can you make?| 1999
- 245
-
How flexible is your FMS? - Flexible manufacturing systems are sometimes believed to be able to produce anything. In truth, each FMS is unique, each has its distinctive strengths and weaknesses. It is vital to consider what it will be expected to do when the system is first installed| 1999
- 245
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How flexible is your FMS?| 1999
- 249
-
Analytical approaches to QFD - When developing a new product or improving an old one, quality function deployment is a way of answering that most important of questions: Will it satisfy your customers? The weakness of the approach hitherto has been that, although systematic, it can be highly subjective; but some new techniques can help to iron out the inconsistencies| 1999
- 249
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Analytical approaches to QFD| 1999
- 255
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Modelling the resource we call human| 1999
- 255
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Modelling the resource we call human - Different people all act differently in the working environment. But by combining people in suitable, compatible systems, you can foster certain patterns of behaviour and make others less likely| 1999
- 264
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Instant tools| 1999
- 264
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Instant tools - Rapid prototyping is only useful in the modelling and development stage of product development. Rapid tooling allows the user to create moulds directly from CAD data| 1999